After the end of every survey round (at 1:00 AM UTC), Peakon evaluates which contexts need updated strengths and priorities. 

Within each of these contexts, Peakon then identifies specific drivers of engagement as strengths and priorities based on the feedback received from the driver and sub-driver questions. 

This article covers each of these two processes in the following sections:

  1. Context selection - which contexts qualify for updated strengths and priorities
  2. Driver selection - which drivers within a context qualify as strengths or priorities

1. Context selection

The following checks ensure that Peakon only updates strengths and priorities within a context when enough new feedback has been collected to warrant an update: 

  • The aggregated participation rate for the context is more than 25% since the last update of strengths and priorities 
  • At least 30% of the segment’s employees have been included in a survey schedule since the last update of strengths and priorities

The above logic tries to find the right balance by ensuring that priorities and strengths for each context are not updated unless Peakon receives feedback from a significant portion of employees.

The second check also prevents priorities and strengths for larger segments, such as male and female segments, being updated every time smaller segments are surveyed when running multiple survey schedules and frequencies for different target populations. 

For example, a company might run an annual company-wide survey but also have one department, representing only 10% of the company’s employees, on a separate monthly survey frequency. The checks would prevent the company-wide results from being updated monthly based solely on one department’s scores. However, assuming the checks have been met, the priorities and strengths of the department on a monthly survey frequency will likely be updated monthly.

Note: the second check that refers to both enabled and disabled survey schedules.

How multiple survey schedules affect company-wide strengths and priority calculations

Some companies choose not to have company-wide surveys and instead set up multiple schedules, on various frequencies, for different populations of their employees (regional surveys etc.) In such instances, updates to the company-wide strengths and priorities are subject to the same checks and logic.

Consider such a company’s gender segments, which would each represent a large portion of employees. The checks ensure that strengths and priorities are not recalculated every time a small portion of those employees surveyed. However, assuming the company had 40 surveys, each representing 2.5% of the company’s employees, the checks would also ensure that strengths and priorities for the gender segments are updated periodically once 30% of the segment has been surveyed. 

2. Driver selection

Two factors influence whether a driver will be identified as a priority or strength. These are the Benchmark and Impact, which you can see as columns in Key drivers of engagement section pictured below. 

To be identified as strength or priority, a driver or sub-driver needs to:

  • Be significantly below (for Priorities) or above (for Strengths) the benchmark
  • Have a strong impact on engagement (as shown by the Impact circles)

The comparison against the benchmark is made to the 75th percentile, meaning that for a driver to be identified as a strength or priority, the driver would need to be in the top or bottom 25% compared to the rest of the drivers. 

Article: Key drivers of engagement: Priorities and Strengths

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